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Transcript of Jamba Investor Presentation.pdf
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Jamba, Inc. Presentation
June 2013
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Safe Harbor Statement
This presentation (including information incorporated or deemed incorporated byreference herein) contains forward-looking statements within the meaning of the
Private Securities Litigation Reform Act of 1995. Forward-looking statements are those
involving future events and future results that are based on current expectations,
estimates, forecasts, and projections as well as the current beliefs and assumptions of
our management. Words such as outlook, believes, expects, appears, may,
will, should, anticipates, or the negative thereof or comparable terminology, areintended to identify such forward looking statements. Any statement that is not a
historical fact, including estimates, projections, future trends and the outcome of events
that have not yet occurred, is a forward-looking statement. Forward-looking statements
are only predictions and are subject to risks, uncertainties and assumptions that are
difficult to predict. Therefore actual results may differ materially and adversely from
those expressed in any forward-looking statements. Factors that might cause orcontribute to such differences include, but are not limited to, those discussed under the
section entitled Risk Factors in our reports filed with the SEC. Many of such factors
relate to events and circumstances that are beyond our control. You should not place
undue reliance on forward-looking statements.
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Business Overview The Company, The Vision, The Focus
Our Future Transformational Growth
Concluding Highlights Guidance for 2013
Summary
Agenda
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Key Messages
Our focus is on
Successfully transforming Jamba to a GloballyRecognized
Healthy Lifestyle brand.
Strengthening our Total Brand Value through brand building
and total innovation.Accelerating Our Growth by strengthening and expanding
our business model.
Building Jamba into a $1-Billion Lifestyle Brand with new
products, partners, channels and markets.We remain committed to driving growth and innovation, disciplined financial
management and cost control, and the delivery of realistic targets that we
will meet or exceed.
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Founded in 1990, Jamba is a leadinghealthy, active lifestyle company that
provides customers with a variety of
better-for-you specialty beverage and
food offerings:
The smoothie brand leader with a 100
million annual visits to >805 Jamba stores.
AUV 2x greater than nearest competitor.
High brand awareness and consumer
affinity.
Over 1.6 million Jamba Facebook fans.
900K Jamba Insiders.
Total system revenue of $450 million.
#1 selling smoothie brand*
#1 top-of-mind smoothie brand**
#3 top-of-mind healthy food/
beverage brand ahead of HealthyChoice, Lean Cuisine, Weight
Watchers, & Panera Bread*** Source: StudyLogic, September 2012
**Source: Ipsos/Synovate eNation Omnibus unaided awareness,September 2012, n=1,907
Jamba is a Leading Health and Wellness Brand
with Considerable Assets to Leverage
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Jamba is Well-Positioned for GrowthOutlets in 30 States; Branded Products Available in All 50 States
Current Footprint
779 Domestic Locations:
479 Franchise
300 Company400+ JambaGO stations
42 International locations
21 South Korea
13 Canada
8 Philippines
As of 4/2/13
MA (0/3)
CT (0/1)
= 0 stores
> 20 stores
< 20 stores
> 50 stores
JambaGO
HI (0/33)
WA
(0/36)
OR
(0/23)
NV
(0/15)
AZ
(0/33)
UT
(0/22)
ID
(0/8)
CA(286/
104)
CO(0/21)
TX
(0/45)
OK
(0/8)
MN
(0/9)
IL
(0/39)
WI
(0/2)
NC (0/4)
PA (0/2)
NY
(14/7)
NJ (1/6)IN
(0/4)
OH
(0/1)
LA
(0/2)
MD (0/3)
DC (0/2)MO
IA
VT
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Company Decline2008
Turnaround2009-2011
Accelerate Growth
2012-2015
Jambas Growth Journey
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2008 - The Company DeclineAn Iconic Brand With Business Challenges
Leader in specialty smoothie beverage business.
Shifting strategic priorities.
Misaligned store growth.
Operational and service challenges.
$25M senior term note.
Company comparable store sales (8.1%).
Net Loss ($149M).
Enter James D. White as CEO
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2009-2011
The Turnaround Years
Announced BLEND Plan 1.0. $35M capital infusion, eliminates short-
term debt.
Refranchise 174 store complete, business
model change.
Menu expansion, smoothie innovation
and food platforms launched.
Compelling and relevant brand marketing.
International - 320 stores over 10 years.
CPG - 10 product lines commercialized.
Executive talent added with deep
beverage and restaurant competency.
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A Management Team Built for Accelerated Growth
James D. White, Chairman, President and CEO
Karen Luey, EVP, CFO and CAO
Bruce Schroder, EVP and COO
Julie Washington, SVP Chief Brand Officer
Susan Shields, SVP Chief Innovation Officer
Thibault de Chatellus, SVP International
Richard Coats, SVP Store Operations
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Jambas Performance Over Time (2008-2013)Continued Improvement in Sales & Profit
System Comparable Store Sales Store-Level Margin %
Adjusted Operating Profit Margin % Net Income $M
Q1 vs. PY Q1 vs. PY
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Financial
Turnaround Strategic
TurnaroundAccelerate
Growth
Blend 1.0/2.0 Blend 3.0
1. Disciplined expense reduction plan.
2. Build/expand beverage and food offerings across all day parts.
3. Build a customer first operationally focused service culture.
4. Accelerate the development of franchise and non-traditional stores.
5. Build a licensing growth platform.
Turnaround Complete and Growth is Accelerating
Blend 3.0 = Transformative Growth
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Our Vision: Build a Globally Recognized, Billion Dollar
Healthy Active Lifestyle Brand by 2015
KeyInit
iatives
201520132009
Timeline
Smoothie
Shop
Healthy
, ActiveLifestyl
e Brand
Healthy, Active
Lifestyle Brand
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2013 BLEND Plan 3.0 - Transformative Growth
Brand Building and Total Innovation
Lifestyle Engagement
Expand Growth Initiatives
New Products, Partners,Channels, and Markets
Drive Enterprise Efficiencies
1
5
4
4
3
2
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Brand Building and Total InnovationInnovative, On-Trend, Differentiated Offerings Across All Dayparts
Expanded Menu for All Day Parts
Evening
Morning
Same Store Sales Growth byDaypart Through Q113
Relevance Across All DaypartsJamba Presentation | June 2013
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Brand Building and Total InnovationBetter Than All The Rest
Specialized, Innovative Offerings that Sustain Loyalty, Win New Fans
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Lifestyle EngagementA Brand Committed to Inspiring and Simplifying Healthy Living
Jamba Presentation | June 2013
Jamba Healthy Living Council
Elizabeth Ward, RD, MS Tara Gidus, RD Kathleen Zelman,RD
Vernon Davis Summer Sanders Jake Steinfeld
Pro-Football Olympic Medalist Personal Fitness
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Expand Growth InitiativesAccelerate Global Retail Growth Through New & Existing Formats
1,290
360
200
3,700
TraditionalStores
AirportsColleges& Other
TotalGrocery& SmallFormats
300
550
Malls
Traditional Non-Traditional
Intl
Existing stores
New store opportunity
Jamba Unit Potential
International Store Pipeline
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1,000
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Expand Growth InitiativesReinvesting in the BusinessRefresh Up To 100 Stores
Store of the Future: Designs that Embody a Healthy, Active Lifestyle
Elements that Simplify and Enhance the Customers Journey
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Expand Growth Initiatives Fresh Squeezed JuiceCapitalize on Consumer Healthy Lifestyle Trends
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JambaGO Concept
Reinforces Jamba as a healthy,
active lifestyle brand that is also
convenient andportable.
Raises consumer awareness of andaccessibility to Jamba.
No capital investment for Jamba.
Razor/blade and net profit model.
1,500 units by year end 2013.
Expand Growth Initiatives JambaGO PlatformSignificant Growth in K-12 Schools
JambaGo Expansion Plans
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1400-1500
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22Inline co-branded
Smoothie Station Concept
Blended-to-order, limited menu
8-10 smoothie offering.
Opportunities for co-branding,
colleges & universities andairports.
Shared labor model increases
profitability.
Flexible format - no capitalinvestment for Jamba.
Razor/blade and net profit model.
Up to 100 units by year end 2013.
Expand Growth Initiatives Smoothie StationsSignificant Co-branding Opportunities
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New Consumer Products, Partners, Channels & MarketsCPG Platform Billion Dollar Opportunity
2012
$2M
2015$12M
2016>$15M
2013$5M
2014$8M
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Yogurt Cups
Granola Bars
Fruit Snacks
Healthy
Treats
Healthy
Beverages
FutureExpansion
HealthySnacks
Business Model
License
3-5%
Joint Venture5-7%
Company-
Owned Business
-Talbott Teas
- Jamba Energy
High Margin
Flow-Through
New Consumer Products, Partners, Channels & MarketsBroaden our Business Model and Partnerships to Drive Growth
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New Consumer Products, Partners, Channels & MarketsExpand Jamba Brand Reach with Innovative Products Across Channels
Innovative Products
Expansive Retail Channels
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Innovative Technologies Distribution Alliances
Global Sourcing and Supply Chain
Efficiencies
Productivity and Staffing
Enhancements
Drive Enterprise EfficienciesRelentlessly Pursue New Ways to Reduce Costs/Drive Productivity
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BrandStrength
CPG Licensing
and JambaGO
FranchiseDevelopment
StoreEconomics
Strong Model For GrowthKey Components Essential to Jambas Success
Menu
Innovation
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2013 GuidanceWe Plan to Accelerate Growth as a Healthy, Active Lifestyle Brand
Deliver positive Company-owned comparable store sales of 4-6%;
Deliver store-level margin of 20%;
Achieve income from operations of 2.5 3.0%;
Deliver CPG revenue of $4 million $5 million;
Develop 60 80 U.S. and International locations;
Add 1,000 JambaGO served locations.
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In Summary
We have an exceptional brand franchise in a high-growth,on-trend sector.
We have a strategy focused on pursuing both accelerated
growth and solid cost and productivity improvement.
We have a talented, disciplined organization.
We have great confidence in our tremendous future potential.
Promises Made Will Be Kept!